1、剑桥商务英语高级-157 及答案解析(总分：109.00，做题时间：90 分钟)一、BREADING/B(总题数：0，分数：0.00)二、BPART ONE/B(总题数：1，分数：8.00)AWestern MediaWestern Media has drafted in Carol Spencer, the top marketer in its radio subsidiary, to be its first marketing director and give its Music Sports Magazines division a major revamp. She will
2、take charge of a portfolio of six titles, and plans to give the division a new identity, replacing its current, very functional name with a more emotionally involving one. Spencer also intends to develop a TV or radio show based on one of its magazines, in an attempt to reverse its flagging sales fi
3、gures.BFranklinsUK furniture manufacturer Franklins has parted company with its marketing director Gary Parker. Franklins refused to comment as to whether he left of his own accord, although sources hint that this was not the case. His replacement, Julia Howell, previously his number two, has been a
4、 successful marketer since she started her own marketing consultancy twenty years ago. Her task now is to regain Franklins former position as UK market leader although sales have held steady, in percentage terms the company has been overtaken by several rivals.CFlywayFlyway, the low-cost airline, ha
5、s appointed Simon Lewis as its new head of sales and marketing to develop the brand throughout Europe. Lewis has spent his entire working life within the industry, joining from the marketing department of long-time rival Coastal Airways, where he controlled marketing activities in the UK. He will wo
6、rk with Teresa Campbell, who helped launch the Flyway brand. However, not only Coastal is unhappy with the appointment, Charles Waiters, Flyways former controller of marketing planning, is poised to quit after being left without a role.BDHAlan Dean, the colourful joint chief executive of media compa
7、ny BDH, has resigned from the company which he helped establish citing personal issues. Shareholders and staff were informed of his decision last month. Joint chief executive officer Charles Burnett takes sole charge of the company temporarily, and has announced that there will be no change in strat
8、egy. According to 10 insiders, Alan Deans departure is the result of a personality clash rather than disagreement on the way the company was moving, and the search is on for a replacement.GranvilleSoft drinks producer Granville has acquired an Australian producer, a departure for Granville, as previ
9、ously it had only shown interest in domestic purchases. As a result, Jenny Morris, former head of corporate development, has been promoted to the newly created position of head of international soft drinks. As such she will be responsible for developing all the groups international activities, inclu
10、ding both marketing and acquisitions. Her move has resulted in a reshuffle of other previous department, where, instead of replacing her, the company intends to reallocate responsibilities to remaining staff.（分数：8.00）(1).Someone is moving from one firm to its parent company.（分数：1.00）填空项 1:_(2).It is
11、 rumoured that someone was asked to leave this company.（分数：1.00）填空项 1:_(3).This company is trying to halt the decline in sales of one of its products.（分数：1.00）填空项 1:_(4).One of the founders of this company has left.（分数：1.00）填空项 1:_(5).There is a plan to change the image of a section of this company.
12、（分数：1.00）填空项 1:_(6).For the first time, this company has taken over a foreign company.（分数：1.00）填空项 1:_(7).One of the staff of this company has no clear function.（分数：1.00）填空项 1:_(8).This company used to be headed by two people.（分数：1.00）填空项 1:_三、BPART TWO/B(总题数：1，分数：15.00)Replace the underlined time p
13、hrase in each sentence with the phrase from the box that is most similar in meaning.currently in the past sooner or laterin the last decade up to nowsince I was bornUNowadays/U people expect their cars to be completely reliable. These days（分数：15.00）(1).USo far/U, we have spent a very small amount of
14、 money on advertising. _（分数：2.50）填空项 1:_(2).UOver the past 10 years/U, the price of oil has more than doubled. _（分数：2.50）填空项 1:_(3).UIn time/U, people will realise what a great product this is. _（分数：2.50）填空项 1:_(4).UAt the moment/U we are developing a new range of womens fashion accessories. _（分数：2.
15、50）填空项 1:_(5).UFormerly/U, I worked as a sales advisor for a large bank. _（分数：2.50）填空项 1:_(6).I have lived in Berlin Uall my life/U. _（分数：2.50）填空项 1:_四、BPART THREE/B(总题数：1，分数：6.00)How do you teach managers to manage? Henry Mintzberg, a professor of management at McGill University in Montreal, has lo
16、ng held a contrary view to that proposed by most business schools. In this constantly stimulating book he divides his answer into two parts: first, he argues that the traditional qualification, the Masters of Business Administration (MBA), is the wrong way-he says it “prepares people to manage nothi
17、ng“. Then he expounds what he believes is the right way: an imprecise mix of personal reflection and the sharing of experience.Mr Mintzberg finds fault with the emphasis that many MBA programs place on frenetic case studies which encourage students to come up with rapid answers based on meagre data.
18、 But more than that, he criticizes them for their concentration on dry analysis. Such courses, he says, enable their graduates to “speak convincingly in a group of 40 to 90 people“, and make them believe they can leapfrog over experience. That, though, is not the sum total of what is required to man
19、age a complex commercial organization.Synthesis, not analysis, argues Mr Mintzberg, “is the very essence of management“. On several occasions he cites Robert McNamara, once president of the Ford Motor Company and a United States secretary of defense in the 1960s, as the archetypal MBA, a man who tho
20、ught that even in Vietnam “generic analysis could substitute for situational knowledge“. More recently, the qualification has been thrown into deeper disrepute by the heavy dependence of companies such as Enron on MBA recruits. Its former chief executive Jeffrey Skilling, currently awaiting trial on
21、 36 charges of fraud and insider trading, liked to boast that he came in the top 5% of his MBA class at the Harvard Business School.And yet, if the MBA is so bad at teaching management, how come America has far more successful businesses than Europe and Japan, areas of the world that are significant
22、ly less enthusiastic about such methods of learning? Leaving aside the unprovable rejoinder that American firms would have done even better without the MBA, Mr Mintzberg argues that any list of Americas most admired corporate leaders is heavily loaded with people who dont have the qualification: Bil
23、l Gates, Warren Buffett, Jack Welch, Michael Dell and Andy Grove, to name but a few. The fact that some 40% of the bosses of Americas biggest companies today have an MBA is, he claims, largely due to the fact that the system is self-perpetuating. “Enabling Harvard to place so many people at the top
24、is the fact that Harvard already has so many people at the top.“Mr Mintzberg is not alone these days in questioning the value of the traditional MBA. Leading consultants such as McKinsey and Mercer are spreading their recruitment net much more widely. Mercers London office says that one years in-hou
25、se training enables young graduates to “run circles round newly minted MBAs“. In its February issue, the Harvard Business Review (no less) said that “an arts degree is now perhaps the hottest credential in the world of business“, with corporate recruiters trawling places such as the Rhode Island Sch
26、ool of Design.“Managers not MBAs“ throws a stone into the often complacent world of management education. It should be required reading for anyone who has the qualification, wants one, or just wonders what all the fuss is about.（分数：6.00）(1).Whats the topic of this passage? A. How to teach managers t
27、o manage. B. MBAs are not all proper managers. C. Mr. Mintzbergs research on MBAs. D. MBA study is a good way to cultivate managers.（分数：1.00）A.B.C.D.(2).We can guess that this passage is probably a _. A. TV commentary B. news report C. book review D. newspaper article（分数：1.00）A.B.C.D.(3).Why does Mr
28、. Mintzberg think that MBA course “prepare people to manage nothing“? A. Because it doesnt teach any knowledge at all. B. Because it only teaches with some case studies. C. Because it doesnt emphasize on synthesis. D. Because it doesnt teach students how to manage a real company.（分数：1.00）A.B.C.D.(4)
29、.Why does Mr. Mintzberg cite Jeffrey Skilling? A. Because he% awaiting trial on 36 charges. B. Because he came in the top 5% of his MBA class at Harvard. C. Because such MBA as he caused disrepute on MBA D. Because hes such an MBA that doesnt know management.（分数：1.00）A.B.C.D.(5).Which best describes
30、 what Mr. Mintzberg believes? A. MBA isnt so bad at teaching management. B. Good managers may be MBAs while MBAs dont equal good managers. C. MBA course is useless as there are several admired managers who dont have this qualification. D. American firms would have done better without the MBA（分数：1.00
31、）A.B.C.D.(6).Whats the main idea of Para 5? A. Mr. Mintzbergs idea is supported by others. B. McKinsey and Mercer are spreading their recruitment net. C. Others idea on traditional MBA D. Details of the Rhode Island School of Design.（分数：1.00）A.B.C.D.五、BPART FOUR/B(总题数：1，分数：10.00)BHOW NEGOTIATION-SPE
32、CIFIC EXPECTATIONS SHAPE THE PROCESS/BDifferent cultures will influence expectations as to what the specific process and outcome will look like. The expectations revolve around four key areas:Underlying View of the Process. People may view the negotiation process as cooperative (win- win) or competi
33、tive (win-lose). Some people will seekU U 1 /U /Uadvantage; others wont Making assumptions about which view the other side will take can be misleading and even dangerous.Approach to Building Agreement. US negotiators often seek agreement on specifics first, building up toward anU U 2 /U /Udeal. Thei
34、r Chinese counterparts often focus first on what seems to many Americans to be a very general historical and national frame for discussion. Then, as many French negotiators do, they seek agreement on general principles, later working through the details. This tendency alsoU U 3 /U /Uitself in though
35、t processes: Many Chinese tend to reason about the whole while Westerners oftenU U 4 /U /Uby breaking the whole into parts and reasoning incrementally.Form of Agreement. In many parts of East Asia, negotiators areU U 5 /U /Uwith a fairly broad agreement that focuses on general principles rather than
36、 detailed roles. By contrast, North American and European executives oftenU U 6 /U /Uon a detailed contract in which as many contingencies as possible are foreseen.Implementation of Agreement. IsU U 7 /U /Uto an agreement expected or contingent? US negotiators generally expect toU U 8 /U /Uwith the
37、letter of the contract; treating renegotiation as a very unusual even aberrant event. In many other cultures, an agreement is merely a starting point in what is expected to be an evolving relationship; renegotiation may occur as warrantedU U 9 /U /Uthat all contingencies cannot possibly be foreseen.
38、 The precise terms am expected toU U 10 /U /Uas the process does.（分数：10.00）(1). A. mutual B. overwhelming C. bilateral D. absolute（分数：1.00）A.B.C.D.(2). A. integrate B. optimal C. overall D. inclusive（分数：1.00）A.B.C.D.(3). A. reveals B. makes C. manifests D. shows（分数：1.00）A.B.C.D.(4). A. resume B. con
39、tinue C. sustain D. proceed（分数：1.00）A.B.C.D.(5). A. agreeable B. content C. pleased D. familiar（分数：1.00）A.B.C.D.(6). A. keep B. persist C. concentrate D. insist（分数：1.00）A.B.C.D.(7). A. attachment B. adherence C. devotion D. attention（分数：1.00）A.B.C.D.(8). A. comply B. stick C. abide D. follow（分数：1.00
40、）A.B.C.D.(9). A. thinking B. seeing C. assuming D. fearing（分数：1.00）A.B.C.D.(10). A. draft B. disclose C. read D. unfold（分数：1.00）A.B.C.D.六、BPART FIVE/B(总题数：1，分数：10.00)BThe Rag Trade/BThere is one kind of clothes shopper whose selections never leave the bag they come in. They know exactly what they wa
41、nt and they go in and get it, often buying in bulk, and often with little regard for U U 1 /U /Uthis latest fashion even fits them. These are the fashion investors, and they are out to make money. Once, the only way to profit from fashion as a collectable item was to buy rare, vintage or antique gar
42、ments U U 2 /U /Umint condition - an expensive business and still U U 3 /U /Uwhich offers relatively risky returns. The modern way has collectors buying more mainstream fashion items that are in the shops now, in U U 4 /U /Uknowledge that they will appreciate consider- ably over just a U U 5 /U /Uye
43、ars. The returns on fashion investments are not always massive, although estimates of a four hundred per cent return are U U 6 /U /Uuncommon. Certainly they are considerably better than the return offered by a high interest savings account and, U U 7 /U /Uthose who are experts, better than the stock
44、 market. The knowledge necessary for fashion investing means investors invariably work in the fashion industry. They often know U U 8 /U /Uis going to catch on before the fashion press does and they know where and through whom products can be bought. They can spot what is disposable high fashion now
45、 but will U U 9 /U /Uon to become a classic of its time in years to come, worth far more than they laid U U 10 /U /Ufor it originally.（分数：10.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_七、BPART SIX/B(总题数：1，分数：12.00)B Where do managers come from?/BGood managers are not bor
46、n they are made up. An organization acquiresmanagers mainly in three ways: promoting employees within the organization, hiring employees from other organizations, and hiring employees out of schools and universities.41Promoting people within the organization into management positions it can be an42excellent idea. It tends to increase motivation. Promoting from them within can also lead to43problems. While it can build a company loyalty, it may
